The Silent Killer of Executive Success: The Hidden Cost of Candor

Dear Tony,

What is a big thing holding back executives, that most executives don’t think is a big deal??

-Wondering in Wichita

Dear Wondering in Wichita,

One of the biggest derailers of executives is not understanding the high cost of candor in their organization.? ?Below are X examples where a high cost of candor costs organizations big time:?

1. During a talent review, an executive withholds critical comments about an employee for fear they will be criticized later in the meeting while reviewing their own employees.?
2. A senior leader fails to disclose that they did not read the “pre-reads” but goes through the entire meetings trying to fake it, or most likely sit quietly while other more engaged employees debate the issue.?
3. A tenured employee fails to give the boss critical feedback on an idea, for fear the boss will not like what they heard, and it will blow back on them in the future at performance evaluation time.?
4. A leader fails to disclose they made a mistake, and instead creates more work for themselves and others, but saves a perceived embarrassment.?
5. A stressed-out employee who is working 60 hours per week and trying to raise a family fails to raise an issue with a pointless meeting that could save 2 hours per week for themselves and most likely many others, for fear that they will be seen as a complainer.?

There are likely hundreds of situations that can be called out when you failing to speak your mind causes poor outcomes in a business.??

To combat this, I often recommend executives try a few of the following remedies:?

1. Name a “devil’s advocate” on an issue to specifically go after how an idea won’t work.? Allow the proposal to be attacked as part of the process.?
2. Promote a “no pocket veto” policy.? What this means is don’t carry your regrets or commentary to the water cooler after the meeting.? If you have something to say, say it in the meeting, not somewhere else after decisions have been made.?
3. End meetings with a “anything else for the good of the cause?” type statement?? Give each member some time to think about their contribution and say anything that comes to mind.??
4. In some cases, go around the table to confirm 100% participation on critical topics.? Make sure all ideas and thoughts are on the table for critical issues.?

The goal is to “lower the cost of candor” in your organization.? You must build an environment where people contribute their ideas in such a way that their relationships are not on the line every time a debate comes along.

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